National Decommissioning & Waste Management Pipeline Nuclear Sector Deal Contents Foreword – Tim Stone (Industry Co-Chair, Nuclear Industry Council) 1 Executive Summary – Simon Bowen (Legacy Cost Reduction Lead) 3 National Decommissioning and Waste Management Pipeline Process 4 Geographic Information System 16 Recommendations 17 Appendix A - GIS How to guide 18 Appendix B - Organisational Information and Caveats 20 Defence Nuclear Organisation Submarine Delivery Agency Foreword The Nuclear Sector Deal (NSD) was launched on 28 June 2018 1 and is a commitment by the sector to work collaboratively, with support from government, to deliver on the Industrial Strategy,2 drive clean growth throughout the economy and make civil nuclear power an integral part of the UK’s energy future. The Sector Deal aims to build on the long history The National Decommissioning and Waste partnership between the government and Management Pipeline is a key deliverable of the industry that has helped the UK become one Sector Deal. The joint review demonstrates the of the leading nuclear countries in the world. progress that can be achieved when industry Strengthened collaboration and leadership from and government works collaboratively, which is industry will underpin the successful delivery of vital for a prosperous UK nuclear industry. I’m the Sector Deal. delighted to see the Pipeline bring cross sector information and data together, to establish Ensuring there is the required participation from a platform that can be used to understand the industry and government, the Sector Deal opportunities to deliver better value for money was developed by the Nuclear Industry Council across the sector. The Pipeline is a strong (NIC), whose membership consists of leaders foundation to build innovative approaches to from energy, manufacturing, trade unions, key challenges including technical problems, academia, engineering, science and research, commercial frameworks, skills planning and together with government representatives. an integrated approach to waste management which are crucial to deliver the Sector Deal’s Beneath the leadership of the NIC, there is commitment of a 20% cost reduction of broad participation from industry and supply decommissioning by 2030. chain, as illustrated in the diagram on page 2. To ensure the successful implementation of the This is an important demonstration, not just various elements of the Sector Deal, there are of the value of the collaborative approach envi- five working groups responsible for delivery of sioned in the Sector Deal, but also of industry’s the commitments. The NSD Programme Board and government’s commitment to the Sector manages all the sub-groups and reports into the Deal target. NIC and the Department for Business, Energy and Industrial Strategy (BEIS). The Board is supported by a Programme Management Office (PMO). All groups within the organisation of the Sector Deal play a vital part in maintaining momentum and keeping the industry engaged as the Sector Deal evolves, develops and is delivered. Dr Tim Stone CBE Industry Co-Chair Nuclear Industry Council 1] Department for Business Energy & Industrial Strategy, Nuclear Sector Deal (Jun 2018) www.gov.uk/ government/uploads/system/uploads/attachment_data/file/720405/Final_Version_BEIS_Nuclear_SD.PDF 2] Department for Business Energy & Industrial Strategy, Industrial Strategy: building a Britain fit for the future (Nov 2017) https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/664563/ industrial-strategy-white-paper-web-ready-version.pdf 1 Senior oversight body: Nuclear Sector Deal Receives high-level up- Nuclear Industry dates on progress. Meets quarterly. Council Management Structure Strategic Strategic oversight The PB will manage all the Nuclear Sector Deal Programme working groups, reporting The PMO will provide a regularly to the NIC as well Programme Board Management Office secretariat and support as to a frequency to meet function to the PB Lead BEIS’ internal requirements (PB) (PMO) Programme Programme Working groups each have Humphrey Cadoux-Hudson Simon Bowen Andy Storer Fiona Rayment Mike Tynan a project manager (as well EDF Energy Cavendish Nuclear Nuclear AMRC NSSG/NIRO NIRAB as the working group lead New Build Cost Legacy Cost Winning UK Future Innovation Reduction Reduction Business Workforce and R&D Nuclear Innovation Research Advisory Working Groups Working Board (NIRAB) Supply Chain and productivity Nuclear Exports improvement programme ` 30% reduction in ` 20% reduction in ` £2 billion of ` Diverse, highly ` Development and New Build costs decommissioning domestic and skilled nuclear support of SMR’s costs international workforce contract wins ` Advanced ` 40% women in manufacturing ` Improved regional nuclear by 2030 and construction supply chain programme ` 50% female Nuclear apprentice 2 Sector Deal Sector participation commitments by 2021 Executive summary Since the launch of the Nuclear Sector Deal in June 2018, I have established a Legacy Cost Reduction Working Group which draws together organisations from across the sector with the aim of delivering the Sector Deal’s commitment to improve taxpayer and economic value from nuclear decommissioning.3 Over the past year we’ve made progress in I am delighted to see the production of the setting actions in train that will help to achieve a National Decommissioning and Waste Manage- 20% reduction in the cost of decommissioning, ment Pipeline and I’m confident it will create compared to 2018 estimates. The announcement great benefit for both the civil and defence of the first ever National Decommissioning nuclear industry. I want to extend my thanks to and Waste Management Pipeline is a big the core team who have been instrumental in step in helping the sector unlock significant leading and producing this Pipeline, the first of its opportunities for the UK economy, reducing kind to consolidate major decommissioning and barriers to entry for the supply chain, creating waste management plans from across the sector. jobs and driving focused innovation. I would also like to thank all of the organisations and individuals who have given their time and The core team, which consists of members experience in support of the Pipeline’s develoment. across government and the supply chain, have led the joint review of the Pipeline. The scope We have made excellent progress but there’s of the review has included all significant future much still to be done by all. I’m looking forward decommissioning and waste management to continuing my Legacy Cost Working Group’s projects, covering civil, defence, medical, research programme further as the Pipeline is instru- facilities and Naturally Occurring Radioactive mental in the delivery of our commitments, and Material (NORM) from sectors such as oil and gas. this document will be refreshed and updated The development of the Pipeline has been heavily on an annual basis by the group. This will play supported by many organisations that have an important role in creating a transparent, provided significant input and support to this transformational, collaborative and innovative transformational journey of bringing the nuclear nuclear industry in which every member can be sector closer together. proud to be part of. Simon Bowen Legacy Cost Reduction Lead 3] Working group representatives are: Ivan Baldwin (NNL), Marie Carlick (DBD), Val Drake (Magnox), Mina Golshan (ONR), Jerry Haller (EDF Energy), Corhyn Parr (NIA Decommissioning Group), Adrian Simper (NDA), Martin Walkingshaw (LLWR), Rebecca Weston (Sellafield) and Andrew White (Wood). 3 Industrial Strategy Nuclear Sector Deal National Decommissioning and Waste Management Pipeline Process Through strong leadership and collaboration across the sector, we’ve completed a joint review of decommissioning and waste management plans that has resulted in delivery of the first ever UK Pipeline. The establishment of a Pipeline for the first time obvious quick wins could be easily identified. Also gives a single point of reference and visibility the data and information collected does not take to bring together decommissioning and waste into account of any export opportunities. These management plans for the future. The data and actions will form part of the recommendations information will encourage organisations to for the next phase of work. participate in dialogue to understand, identify and unlock significant opportunities for the UK The data and information collected is expected to economy, reduce barriers to entry for the supply change over time as priorities shift. It is expected chain, create jobs and drive focused innovation. that factors such as budgetary changes, delivery performance and political influence/environment The journey of developing and issuing the Pipeline will have an impact on this data over time. has been one of transformation. From the first However, this data and information provides a workshop to the last, there was a fundamental strong foundation for the UK to better understand change in approach and understanding of the and influence strategy, budgets and approaches value of the Pipeline. The journey also highlighted that delivers significant value. The ambition is how, if we work together as a sector, we can that this information can provide industry and identify and drive significant economic value for the supply chain with the visibility required to the UK. increase confidence in the market to encourage investment of capabilities, and in identifying